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SONI THOMAS Synopsis TOWARDS A PSYCHOLOGICAL PARADIGM FOR THE LEADERS OF JSCA What kind of administrator does an organisational system need in order to attain effective organizational management? This question had been a longstanding unsettled issue in evolving and identifying effective leadership style. The effective leadership is vital to the creation of a successful organization. The roles that the administrators face today relate the way they manage to define and design transformation. How they create the momentum for transformations, how they achieve transformation in the organisational system, and how they motivate their members to follow and envisage the transformations are just one of the enormous responsibilities administrators assume at the moment. Since administrators are the leaders in the associations, much is expected from them. They are anticipated to manage their organisation and members more effectively and efficiently. They must also perform what is termed as instructional leadership and provide innovations so as to achieve effective management. Because of the increasing calls for change and transformation in the organisational system, it is necessary to have an effectual administrator who will guide the members through the changes that are likely to become difficult for them. Administrators must transform their practices in order to sustain success. Administrators need a vital transformation to reinvent themselves. The purpose of the study The purpose of this study is to establish a psychological model of leadership for the members of JSCA This is done by leading by example to create followers into leaders. The leader inspires the follower through his/her lay down principles that the members look upon as good and desirable. The leader uses the strengths and weaknesses to connect with the follower to help them buy in to the goal set forth and aligns the follower with tasks that they can accomplish to ensure success so that they will take ownership in the ideals of the leader. The transformational leader will look at ways to change the culture of the organization to meet the goals if necessary and the leader will try to make the subordinate capable of functioning in any culture by giving them whatever coping tools are needed. In terms of organizational dynamics, creating a culture that is amenable to all stakeholders might prove an easier task.

Theoretical Framework Leaders in any field still apply situational leadership styles. Failure in the use of the leadership model can destroy effective management of operational changes and human resources as well as transformational complexity, which often influences the effectiveness of task implementation. Transformational leadership is oriented to the vision of changes, namely leader skill to create, formulate, communicate, socialize, transform and implement ideal thinking for themselves or as results of social interaction among organizational members and stakeholders that are perceived as organizational goals in the future in which it must be achieved or realized by the commitment of all personnel. Transformational leadership has been acknowledged as having a positive general influence on knowledge management. Transformational leaders can influence the surrounding environment positively, and encourage their members to be creative and innovative to make any changes easily, instantly, and qualified as well as transform to be a leader in the future. Transformational leadership (TL) has been found to have an important influence on innovation, leading to increased goal-directed behaviour on the part of followers, promoting organizational change, and a spirit of trust, and helping followers to exceed their performance expectations. TL looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. TL occurs when one or more persons engage with one another and they increase their levels of motivation and morality. It serves as an appropriate leadership model and must be chosen in current developments, so that institutions can transform in all fields, both human resources, supporting facilities, and governance, in order to balance the regulatory demands and community needs. The difference in leadership styles is affected by internal and external factors. While internal factors are more to the nature and behaviour of the leader, external factors can be influenced by the leader's socio-cultural environment. In fact, if leaders do not want to fail, they cannot choose the style of leadership as they pleased. Significance of the Study The question that every leader must address is, what factors contribute to member’s desire to remain committed to the organization? This question is very important in order to maintain a competent workforce. The reasons behind members leaving an organization range from lack of job satisfaction, incompatibility with co-workers, to a changing family structure. It can be pointed out that members appreciate leaders and organizations that provide opportunities for decision latitude, challenges, responsibility and meaning, impact, as well as self-determination.

The result of this study will benefit the JSCA, district supervisors, regional managers, national managers, members. This will guide them in increasing the level of organizational commitment of members through effective transformational leadership style to be exercised by managers. Overall, this study will have significance on the following: Top Management. They can provide some antidote or sort of guidelines to resolve the issues of member representatives and their supervisors. Furthermore, this study could give the top management, the right motivation required from supervisors and managers needed to boost the morale of each member and maintain a healthy and highly competitive and productive environment. Regional Manager. In this research, regional managers will be enlightened on what training modules to prepare and what leadership measurement to use to guide their supervisors on the manner in which they should deal with their members. District Supervisors. This study will enable the supervisors to adjust their manners of dealing with their members in ways that would enhance their individual level of commitment to deliver optimum performance. This will guide supervisors on how to make their members happy and satisfied with the association and with their job to give them reason to stay longer and consistently at their best performance. HRM. This study may guide the HRM department on matters concerning the hiring of the members in terms of age, gender, civil status and educational background which may in one way or the other has something to do with the level of drive or motivation of a person into humanitarian activities. Members. This study may help members better understand why they are at certain level of motivation and performance and perhaps change their perspective and try to become self-motivated individuals. This study may also aid the members to understand better why his/her relationship with the association and his leader is not so good and perhaps find ways to bring the issue to them and finally put an end to the animosity. The management may take a second look once they voice it out to them and may plan actions to remedy the problem. Further, this study will also prepare the members to become an effective leader once promoted. Beneficiaries. Through this study, the beneficiaries may get the best service possible as a result of a highly motivated members. In effect, beneficiaries will be more satisfied and would most likely patronize more the services being promoted by the members. Researchers. This study could also benefit some future research in analysing certain considerations that affects the level of organizational commitment of the members in relation to transformational leadership and profile factors not only in the JSCA but also in any

organization. This will serve as their guide in making related research about the level of organizational commitment in any entity. Challenges and difficulties Transformational leadership fits the needs of today’s members who are looking to be inspired and empowered to succeed, especially given the current uncertain administrative system environment. Transformational administrators engage with members and create a relationship which raises the level of motivation and morality in both the administrators and the members. Focusing on the sentiments, morals, principles, and aspirations of the subordinates, are the transformational leaders’ exceptional way in changing and transforming people. Transformational leaders become ultimately upright as it pushes the status quo of human demeanour and principled desire of both the leader and the led, thus having a transforming outcome. Transformational leaders’ unique differences associated with this leadership style equals to the attainment of organizational excellence. Transformational leaders are attentive to the needs of followers and strive to see them reach their fullest potential. In the view of the above postulations on the transformational leadership, a need to find out if the perception of the Thesis has a significant relationship to the administrators’ self-description of transformational leadership. There is a strong emphasizes the significant roles of leaders, administrators, and members-in-charge in exercising leadership and sound administrative management in the association. Thus, it is prudent that the right type of administrators should be placed in the right position and in the right time. The main points of each Chapter Leadership is a continuous process. Leaders ought to apply their understanding of how to effect change at psychological, procedural, and structural levels in enacting leadership efforts. In many cases, these efforts are quite purposeful, planned, and conscious. In others, leadership behaviour may stem from less-conscious understandings and forces. Leadership must be viewed within a context. To understand and enhance human behaviour is key to leadership. Leadership both creates and addresses challenges at the strategic cultural level of an association. Leadership is key to the success of an association. Associations are unlikely to achieve their strategic objectives, survive, and thrive without the ability to change and adapt themselves to the challenges, opportunities, and threats they face. Leaders take responsibility for achieving organizational objectives by acting in accordance with their understanding of

how individuals, teams, and associational systems change. Thus, the first chapter deals with theoretical analysis of various leadership styles. The second chapter is situating the issues and challenges in Manipur. There is greater need for committed and visionary leaders in every sphere of life. Having experienced different kind of leadership in the State and among indigenous tribes, it has been observed that there are more of rulers than leaders because majority of them believe in personal ability and neglected the contributions of the followers. This is a contradiction to traditional values on leadership. They thus failed to realise that ‘a tree cannot make a forest’; a key ingredient for sustainable progress. It emphasises the hitherto unappreciated role of the interpersonal quality and environmental inputs in the process of raising the quality of life. It is a new way of life and approach to psycho-social activities for all societies, rich and poor which is compatible with the preservation of the human quality and social environment. JSCA leaders often face extraordinary challenges – both at a personal and organizational level. They work in uncertain and volatile political and economic environment to help the most marginalized and disadvantaged members of their communities. The leaders are often isolated and lack support of society. There is talk of a leadership deficit, because of the shortage of talented leaders in non-profit making sector. As a result, there is some urgency to develop a new generation of leaders, and to provide relevant support to existing and future leaders. Leadership development programmes designed for charitable organisation must incorporate best practice and current experience rather than rehashing tired, traditional approaches to leadership training. This chapter examines the role of leadership development in JSCA and assesses some of the challenges in developing a new generation of leaders. This chapter draws on the analysis of new and existing research into the dimensions of charitable leadership highlighting the importance of both individual attributes and contextual relevance. Effective leaders are able to balance a range of competing pressures from different stakeholders in ways that do not compromise their individual identity and values. Leadership development programmes therefore need to focus on both the values and identity of individual leaders while also assisting leaders understand and proactively respond to the rapidly changing external environment. The paper also focuses on urgent need to build the capacity of JSCA to develop their leadership capability. The faith and secularity of each association also presented opportunities

to map organizational intention around leadership, spirituality, ethics and values such that further research opportunities will be highlighted across the results. Vision and Findings The following recommendations were presented by the researcher relative to the results of this investigation. 1. The Thesis would ensure that the Management will instill and practice transformational leadership when they occupy an administrative position in the future. 2. Future administrators should not take for granted their leadership style because it may greatly affect the performance of the team. They must motivate their subordinates to work with acceptable attitudes in order to maintain harmony at work. 3. Leaders should maintain and continuously exercise transformational leadership as it leads to effective management. emphasized that effective leaders more likely applied transformational leadership. 4. Future administrators, members should not only develop organizational excellence, they must also take into consideration the character formation of the people by being the role models and by explicitly showing transformations. 5. Transformational leadership along with its four components namely idealized influence, inspirational motivation, intellectual stimulation and individualized consideration should be given more emphasis by the administrators and the future administrators in order to have an effective management. 6. The administrators should plan and organize developmental trainings and programs which would address their management skills, specifically transformational leadership proficiency. 7. Copies of the results of this study be furnished to the administrators, and future administrators involved in this study so that they would be aware of the importance of transformational leadership in our associational system. 8. Other researchers should conduct related studies in other environments, with the purpose of establishing other inferences of transformational leadership. Conclusion Transformational leadership in organisation has been applied although it has not been optimal yet. Most of the leaders in the association carry out inspirational motivational actions towards their members. In addition, they also recognize the members’ skills and expertise. However, the leaders need to give attention to individuals and reduce the penalties for mistakes

made by the members as a professional effort. Based on these aforementioned findings, it can be described any dimensions and indicators to be improved in their implementation. Therefore, the leaders in associations are expected to apply the complete combination between one dimension and another as well as each indicator in transformational leadership. This research is expected to be used as a reference by the leaders in organisation in implementing their leaderships so that it can have implications for the effectiveness of leadership in association.